Continuous Improvement (CI) - Revision history

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S202908 at 14:12, 25 March 2022

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	== '''History and definition''' ==		== '''History and definition''' ==

	[[File:Shewhart cyclical concept(1).jpg\|right\|thumb\|200px\|'''Figure 1''': Shewhart’s cycle <ref name="Circle"/> ]]		[[File:Shewhart cyclical concept(1).jpg\|right\|thumb\|200px\|'''Figure 1''': Shewhart’s cycle <ref name="Circle"/> ]]

	Continuous Improvement (CI) is a transformation philosophy that is correlated directly with certain methodologies and strategies executed that provide with constant enhancement and development of services, products, and processes <ref name="CIbook2" />. It also aims at maximizing cost reduction for companies and businesses and eliminating root causes of problems. This concept often named as Continuous Improvement Process (CIP) is implemented to increase the company’s profit and competitiveness in the short term in addition to sustain these in the long term <ref name="CIbook2" />. [https://en.wikipedia.org/wiki/W._Edwards_Deming William Edwards Deming] (October 14, 1900 – December 20, 1993) is generally considered the father of Continuous Improvement, however the person behind the first breakthrough correlated with CI was [https://en.wikipedia.org/wiki/Walter_A._Shewhart Walter Shewhart]. He is considered one of the first pioneers of Total Quality Management (TQM) <ref name="Shewhart"/>. He developed the straight-line process in 1939 in terms of statistical control for specification, production and finally inspection regarding quality control (QA) for products. The method was transformed to a circular model called Shewhart’s cycle the same year <ref name="Shewhart"/>.		Continuous Improvement (CI) is a transformation philosophy that is correlated directly with certain methodologies and strategies executed that provide with constant enhancement and development of services, products, and processes <ref name="CIbook2" />. It also aims at maximizing cost reduction for companies and businesses and eliminating root causes of problems. This concept often named as Continuous Improvement Process (CIP) is implemented to increase the company’s profit and competitiveness in the short term in addition to sustain these in the long term <ref name="CIbook2" />. [https://en.wikipedia.org/wiki/W._Edwards_Deming William Edwards Deming] (October 14, 1900 – December 20, 1993) is generally considered the father of Continuous Improvement, however the person behind the first breakthrough correlated with CI was [https://en.wikipedia.org/wiki/Walter_A._Shewhart Walter Shewhart]. He is considered one of the first pioneers of Total Quality Management (TQM) <ref name="Shewhart"/>. He developed the straight-line process in 1939 in terms of statistical control for specification, production and finally inspection regarding quality control (QA) for products. The method was transformed to a circular model called Shewhart’s cycle the same year <ref name="Shewhart"/>.
	The model was then modified by William Edwards to the Deming Wheel that himself presented in 1950 to an eight-day seminar in Japan sponsored by the Japanese Union of Scientists and Engineers (JUSE) <ref name="Circle"/>.		The model was then modified by William Edwards to the Deming Wheel that himself presented in 1950 to an eight-day seminar in Japan sponsored by the Japanese Union of Scientists and Engineers (JUSE) <ref name="Circle"/>.

S202908 at 14:11, 25 March 2022

2022-03-25T14:11:54Z

← Older revision		Revision as of 14:11, 25 March 2022
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	Continuous Improvement (CI) is a transformation philosophy that is correlated directly with certain methodologies and strategies executed that provide with constant enhancement and development of services, products, and processes <ref name="CIbook2" />. It also aims at maximizing cost reduction for companies and businesses and eliminating root causes of problems. This concept often named as Continuous Improvement Process (CIP) is implemented to increase the company’s profit and competitiveness in the short term in addition to sustain these in the long term <ref name="CIbook2" />. [https://en.wikipedia.org/wiki/W._Edwards_Deming William Edwards Deming] (October 14, 1900 – December 20, 1993) is generally considered the father of Continuous Improvement, however the person behind the first breakthrough correlated with CI was [https://en.wikipedia.org/wiki/Walter_A._Shewhart Walter Shewhart]. He is considered one of the first pioneers of Total Quality Management (TQM) <ref name="Shewhart"/>. He developed the straight-line process in 1939 in terms of statistical control for specification, production and finally inspection regarding quality control (QA) for products. The method was transformed to a circular model called Shewhart’s cycle the same year <ref name="Shewhart"/>.		Continuous Improvement (CI) is a transformation philosophy that is correlated directly with certain methodologies and strategies executed that provide with constant enhancement and development of services, products, and processes <ref name="CIbook2" />. It also aims at maximizing cost reduction for companies and businesses and eliminating root causes of problems. This concept often named as Continuous Improvement Process (CIP) is implemented to increase the company’s profit and competitiveness in the short term in addition to sustain these in the long term <ref name="CIbook2" />. [https://en.wikipedia.org/wiki/W._Edwards_Deming William Edwards Deming] (October 14, 1900 – December 20, 1993) is generally considered the father of Continuous Improvement, however the person behind the first breakthrough correlated with CI was [https://en.wikipedia.org/wiki/Walter_A._Shewhart Walter Shewhart]. He is considered one of the first pioneers of Total Quality Management (TQM) <ref name="Shewhart"/>. He developed the straight-line process in 1939 in terms of statistical control for specification, production and finally inspection regarding quality control (QA) for products. The method was transformed to a circular model called Shewhart’s cycle the same year <ref name="Shewhart"/>.
	The model was then modified by William Edwards to the Deming Wheel that himself presented in 1950 to an eight-day seminar in Japan sponsored by the Japanese Union of Scientists and Engineers (JUSE) <ref name="Circle"/>.		The model was then modified by William Edwards to the Deming Wheel that himself presented in 1950 to an eight-day seminar in Japan sponsored by the Japanese Union of Scientists and Engineers (JUSE) <ref name="Circle"/>.

	[[File:Deming's wheel (2).jpg\|center\|thumb\|350px\|'''Figure 2''': Deming's wheel <ref name="Circle"/> ]]		[[File:Deming's wheel (2).jpg\|center\|thumb\|350px\|'''Figure 2''': Deming's wheel <ref name="Circle"/> ]]

	[https://en.wikipedia.org/wiki/Masaaki_Imai Masaaki Imai] the famous inventor of Ky-zen (good-change in English) states in his book ‘’ Kaizen (Ky’zen), the Key to Japan’s Competitive Success’’ that Japanese executives reformed Demings wheel to the Plan-Design-Check-Act (PDCA) tool <ref name="Imai"/>. Deming, nonetheless, kept himself distant from the tool and after thirty years in 1980 he introduced the Plan-Do-Study-Act (PDSA) cycle <ref name="Circle"/>.		[https://en.wikipedia.org/wiki/Masaaki_Imai Masaaki Imai] the famous inventor of Ky-zen (good-change in English) states in his book ‘’ Kaizen (Ky’zen), the Key to Japan’s Competitive Success’’ that Japanese executives reformed Demings wheel to the Plan-Design-Check-Act (PDCA) tool <ref name="Imai"/>. Deming, nonetheless, kept himself distant from the tool and after thirty years in 1980 he introduced the Plan-Do-Study-Act (PDSA) cycle <ref name="Circle"/>.
	While Continuous Improvement can be broad and abstract, it has its roots in manufacturing. Other concepts that it can be affiliated to are quality control, operations analysis, management and mostly anything that includes processes. Finally, CI is defined by Aristide van Aartsengel and Selahattin Kurtoglu as ''‘any state of “being” beyond the state of “becoming.” It is the highest stage of maturity that an enterprise business as a whole can attain. Attaining this highest stage of maturity does not happen overnight; it takes time!''' <ref name="CIbook1" />		While Continuous Improvement can be broad and abstract, it has its roots in manufacturing. Other concepts that it can be affiliated to are quality control, operations analysis, management and mostly anything that includes processes. Finally, CI is defined by Aristide van Aartsengel and Selahattin Kurtoglu as ''‘any state of “being” beyond the state of “becoming.” It is the highest stage of maturity that an enterprise business as a whole can attain. Attaining this highest stage of maturity does not happen overnight; it takes time!''' <ref name="CIbook1" />

	== '''Kaizen''' ==		== '''Kaizen''' ==
	==='''Introduction'''===		==='''Introduction'''===

	Kai-zen (change-good translates to improvement in Japanese) is defined both as a philosophy and a method. It originates from Masaaki Imai in Japan while being one of the most famous CI methods globally in lean production. This philosophy can be applied to all corporate functions in a company although being closer to design, production and market <ref name="Imai"/>.		Kai-zen (change-good translates to improvement in Japanese) is defined both as a philosophy and a method. It originates from Masaaki Imai in Japan while being one of the most famous CI methods globally in lean production. This philosophy can be applied to all corporate functions in a company although being closer to design, production and market <ref name="Imai"/>.
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	Masaaki Imai defines it as ''our way of life be it our working life, our social life, or our home life deserves to be constantly improved'' <ref name="Imai"/>. It targets ongoing/continuous improvement involving all levels of hierarchy (top management to workers) <ref name="Imai"/>. The development of Kaizen is gradual or inch by inch rather than executing major steps. In addition, it does not require huge investment capitals yet calls for extensive continuous effort and considerable commitment that can entail positive results. Lastly, the management principles that are commonly known as Total Quality Control (TQC), Zero Defects (ZD), Just-in-time (JIT) and Kanban (signboard) are used constantly under the Kaizen way of life and are important tools for the application of Kaizen.		Masaaki Imai defines it as ''our way of life be it our working life, our social life, or our home life deserves to be constantly improved'' <ref name="Imai"/>. It targets ongoing/continuous improvement involving all levels of hierarchy (top management to workers) <ref name="Imai"/>. The development of Kaizen is gradual or inch by inch rather than executing major steps. In addition, it does not require huge investment capitals yet calls for extensive continuous effort and considerable commitment that can entail positive results. Lastly, the management principles that are commonly known as Total Quality Control (TQC), Zero Defects (ZD), Just-in-time (JIT) and Kanban (signboard) are used constantly under the Kaizen way of life and are important tools for the application of Kaizen.

	==='''Important concepts'''===		==='''Important concepts'''===

	Management should be in state to implement the following significant concepts to apply the Kaizen strategy by introducing a very concise policy statement. <ref name="Gemba"/>		Management should be in state to implement the following significant concepts to apply the Kaizen strategy by introducing a very concise policy statement. <ref name="Gemba"/>

S202908 at 14:11, 25 March 2022

2022-03-25T14:11:34Z

← Older revision		Revision as of 14:11, 25 March 2022
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	Continuous Improvement (CI) is a transformation philosophy that is correlated directly with certain methodologies and strategies executed that provide with constant enhancement and development of services, products, and processes <ref name="CIbook2" />. It also aims at maximizing cost reduction for companies and businesses and eliminating root causes of problems. This concept often named as Continuous Improvement Process (CIP) is implemented to increase the company’s profit and competitiveness in the short term in addition to sustain these in the long term <ref name="CIbook2" />. [https://en.wikipedia.org/wiki/W._Edwards_Deming William Edwards Deming] (October 14, 1900 – December 20, 1993) is generally considered the father of Continuous Improvement, however the person behind the first breakthrough correlated with CI was [https://en.wikipedia.org/wiki/Walter_A._Shewhart Walter Shewhart]. He is considered one of the first pioneers of Total Quality Management (TQM) <ref name="Shewhart"/>. He developed the straight-line process in 1939 in terms of statistical control for specification, production and finally inspection regarding quality control (QA) for products. The method was transformed to a circular model called Shewhart’s cycle the same year <ref name="Shewhart"/>.		Continuous Improvement (CI) is a transformation philosophy that is correlated directly with certain methodologies and strategies executed that provide with constant enhancement and development of services, products, and processes <ref name="CIbook2" />. It also aims at maximizing cost reduction for companies and businesses and eliminating root causes of problems. This concept often named as Continuous Improvement Process (CIP) is implemented to increase the company’s profit and competitiveness in the short term in addition to sustain these in the long term <ref name="CIbook2" />. [https://en.wikipedia.org/wiki/W._Edwards_Deming William Edwards Deming] (October 14, 1900 – December 20, 1993) is generally considered the father of Continuous Improvement, however the person behind the first breakthrough correlated with CI was [https://en.wikipedia.org/wiki/Walter_A._Shewhart Walter Shewhart]. He is considered one of the first pioneers of Total Quality Management (TQM) <ref name="Shewhart"/>. He developed the straight-line process in 1939 in terms of statistical control for specification, production and finally inspection regarding quality control (QA) for products. The method was transformed to a circular model called Shewhart’s cycle the same year <ref name="Shewhart"/>.
	The model was then modified by William Edwards to the Deming Wheel that himself presented in 1950 to an eight-day seminar in Japan sponsored by the Japanese Union of Scientists and Engineers (JUSE) <ref name="Circle"/>.		The model was then modified by William Edwards to the Deming Wheel that himself presented in 1950 to an eight-day seminar in Japan sponsored by the Japanese Union of Scientists and Engineers (JUSE) <ref name="Circle"/>.

	[[File:Deming's wheel (2).jpg\|center\|thumb\|350px\|'''Figure 2''': Deming's wheel <ref name="Circle"/> ]]		[[File:Deming's wheel (2).jpg\|center\|thumb\|350px\|'''Figure 2''': Deming's wheel <ref name="Circle"/> ]]

	[https://en.wikipedia.org/wiki/Masaaki_Imai Masaaki Imai] the famous inventor of Ky-zen (good-change in English) states in his book ‘’ Kaizen (Ky’zen), the Key to Japan’s Competitive Success’’ that Japanese executives reformed Demings wheel to the Plan-Design-Check-Act (PDCA) tool <ref name="Imai"/>. Deming, nonetheless, kept himself distant from the tool and after thirty years in 1980 he introduced the Plan-Do-Study-Act (PDSA) cycle <ref name="Circle"/>.		[https://en.wikipedia.org/wiki/Masaaki_Imai Masaaki Imai] the famous inventor of Ky-zen (good-change in English) states in his book ‘’ Kaizen (Ky’zen), the Key to Japan’s Competitive Success’’ that Japanese executives reformed Demings wheel to the Plan-Design-Check-Act (PDCA) tool <ref name="Imai"/>. Deming, nonetheless, kept himself distant from the tool and after thirty years in 1980 he introduced the Plan-Do-Study-Act (PDSA) cycle <ref name="Circle"/>.
	While Continuous Improvement can be broad and abstract, it has its roots in manufacturing. Other concepts that it can be affiliated to are quality control, operations analysis, management and mostly anything that includes processes. Finally, CI is defined by Aristide van Aartsengel and Selahattin Kurtoglu as ''‘any state of “being” beyond the state of “becoming.” It is the highest stage of maturity that an enterprise business as a whole can attain. Attaining this highest stage of maturity does not happen overnight; it takes time!''' <ref name="CIbook1" />		While Continuous Improvement can be broad and abstract, it has its roots in manufacturing. Other concepts that it can be affiliated to are quality control, operations analysis, management and mostly anything that includes processes. Finally, CI is defined by Aristide van Aartsengel and Selahattin Kurtoglu as ''‘any state of “being” beyond the state of “becoming.” It is the highest stage of maturity that an enterprise business as a whole can attain. Attaining this highest stage of maturity does not happen overnight; it takes time!''' <ref name="CIbook1" />

	== '''Kaizen''' ==		== '''Kaizen''' ==
	==='''Introduction'''===		==='''Introduction'''===

	Kai-zen (change-good translates to improvement in Japanese) is defined both as a philosophy and a method. It originates from Masaaki Imai in Japan while being one of the most famous CI methods globally in lean production. This philosophy can be applied to all corporate functions in a company although being closer to design, production and market <ref name="Imai"/>.		Kai-zen (change-good translates to improvement in Japanese) is defined both as a philosophy and a method. It originates from Masaaki Imai in Japan while being one of the most famous CI methods globally in lean production. This philosophy can be applied to all corporate functions in a company although being closer to design, production and market <ref name="Imai"/>.
Line 22:		Line 24:
	Masaaki Imai defines it as ''our way of life be it our working life, our social life, or our home life deserves to be constantly improved'' <ref name="Imai"/>. It targets ongoing/continuous improvement involving all levels of hierarchy (top management to workers) <ref name="Imai"/>. The development of Kaizen is gradual or inch by inch rather than executing major steps. In addition, it does not require huge investment capitals yet calls for extensive continuous effort and considerable commitment that can entail positive results. Lastly, the management principles that are commonly known as Total Quality Control (TQC), Zero Defects (ZD), Just-in-time (JIT) and Kanban (signboard) are used constantly under the Kaizen way of life and are important tools for the application of Kaizen.		Masaaki Imai defines it as ''our way of life be it our working life, our social life, or our home life deserves to be constantly improved'' <ref name="Imai"/>. It targets ongoing/continuous improvement involving all levels of hierarchy (top management to workers) <ref name="Imai"/>. The development of Kaizen is gradual or inch by inch rather than executing major steps. In addition, it does not require huge investment capitals yet calls for extensive continuous effort and considerable commitment that can entail positive results. Lastly, the management principles that are commonly known as Total Quality Control (TQC), Zero Defects (ZD), Just-in-time (JIT) and Kanban (signboard) are used constantly under the Kaizen way of life and are important tools for the application of Kaizen.

	==='''Important concepts'''===		==='''Important concepts'''===

	Management should be in state to implement the following significant concepts to apply the Kaizen strategy by introducing a very concise policy statement. <ref name="Gemba"/>		Management should be in state to implement the following significant concepts to apply the Kaizen strategy by introducing a very concise policy statement. <ref name="Gemba"/>

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S202908 at 10:38, 22 March 2022

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S202908 at 22:35, 18 March 2022

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